All organizations need timely and effective office and administrative support to operate efficiently. Office and administrative support supervisors and managers coordinate this support. These workers are employed in virtually every sector of the economy, working in positions as varied as teller supervisor, customer services manager, or shipping and receiving supervisor.
Although specific functions of office and administrative support supervisors and managers vary significantly, they share many common duties. For example, supervisors perform administrative tasks to ensure that their staffs can work efficiently. Equipment and machinery used in their departments must be in good working order. If the computer system goes down or a fax machine malfunctions, the supervisors must try to correct the problem or alert repair personnel. They also request new equipment or supplies for their department when necessary.
Planning work and supervising staff are key functions of this job. To do these effectively, the supervisor must know the strengths and weaknesses of each member of the staff, as well as the results required and time allotted to each job. Supervisors must make allowances for unexpected staff absences and other disruptions by adjusting assignments or performing the work themselves if the situation requires it.
After allocating work assignments and issuing deadlines, office and administrative support supervisors and managers oversee the work to ensure that it is proceeding on schedule and meeting established quality standards. This may involve reviewing each person's work on a computer—as in the case of accounting clerks—or listening to how a worker deals with customers—as in the case of customer services representatives. When supervising long-term projects, the supervisor may meet regularly with staff members to discuss their progress.
Office and administrative support supervisors and managers also evaluate each worker's performance. If a worker has done a good job, the supervisor indicates that in the employee's personnel file and may recommend a promotion or other award. Alternatively, if a worker is performing inadequately, the supervisor discusses the problem with the employee to determine the cause and helps the worker to improve his or her performance. This might require sending the employee to a training course or arranging personal counseling. If the situation does not improve, the supervisor may recommend a transfer, demotion, or dismissal.
Office and administrative support supervisors and managers usually interview and evaluate prospective employees. When new workers arrive on the job, supervisors greet them and provide orientation to acquaint them with their organization and its operating routines. Some supervisors may be actively involved in recruiting new workers—for example, by making presentations at high schools and business colleges. They also may serve as the primary liaisons between their offices and the general public through direct contact and by preparing promotional information.
Supervisors help train new employees in organization and office procedures. They may teach new employees how to use the telephone system and operate office equipment. Because most administrative support work is computerized, they also must teach new employees to use the organization's computer system. When new office equipment or updated computer software is introduced, supervisors train experienced employees to use it efficiently or, if this is not possible, arrange for their employees to receive special outside training.
Office and administrative support supervisors and managers often act as liaisons between the administrative support staff and the professional, technical, and managerial staff. This may involve implementing new company policies or restructuring the workflow in their departments. They also must keep their superiors informed of their progress and any potential problems. Often, this communication takes the form of research projects and progress reports. Because supervisors and managers have access to information such as their department's performance records, they may compile and present these data for use in planning or designing new policies.
Office and administrative support supervisors and managers also may have to resolve interpersonal conflicts among the staff. In organizations covered by union contracts, supervisors must know the provisions of labor-management agreements and run their departments accordingly. They also may meet with union representatives to discuss work problems or grievances.
Work environment. Office and administrative support supervisors and managers are employed in a wide variety of work settings, but most work in clean and well-lit offices that usually are comfortable.
Most office and administrative support supervisors and managers work a standard 40-hour week. However, some organizations operate around the clock, so some supervisors may have to work nights, weekends, and holidays. Sometimes, supervisors rotate among the three 8-hour shifts in a workday; in other cases, shifts are assigned on the basis of seniority.
| 1. | Resolve customer complaints, and answer customers' questions regarding policies and procedures. |
| 2. | Supervise the work of office, administrative, or customer service employees to ensure adherence to quality standards, deadlines, and proper procedures, correcting errors or problems. |
| 3. | Provide employees with guidance in handling difficult or complex problems, and in resolving escalated complaints or disputes. |
| 4. | Implement corporate and departmental policies, procedures, and service standards in conjunction with management. |
| 5. | Discuss job performance problems with employees in order to identify causes and issues, and to work on resolving problems. |
| 6. | Train and instruct employees in job duties and company policies, or arrange for training to be provided. |
| 7. | Evaluate employees' job performance and conformance to regulations, and recommend appropriate personnel action. |
| 8. | Review records and reports pertaining to activities such as production, payroll, and shipping in order to verify details, monitor work activities, and evaluate performance. |
| 9. | Recruit, interview, and select employees. |
| 10. | Interpret and communicate work procedures and company policies to staff. |
| 11. | Prepare and issue work schedules, deadlines, and duty assignments of office or administrative staff. |
| 12. | Maintain records pertaining to inventory, personnel, orders, supplies, and machine maintenance. |
| 13. | Compute figures such as balances, totals, and commissions. |
| 14. | Research, compile, and prepare reports, manuals, correspondence, and other information required by management or governmental agencies. |
| 15. | Coordinate activities with other supervisory personnel, and with other work units or departments. |
| 16. | Analyze financial activities of establishments or departments, and provide input into budget planning and preparation processes. |
| 17. | Develop and/or update procedures, policies, and standards. |
| 18. | Make recommendations to management concerning such issues as staffing decisions and procedural changes. |
| 19. | Consult with managers and other personnel to resolve problems in areas such as equipment performance, output quality, and work schedules. |
| 20. | Participate in the work of subordinates in order to facilitate productivity or to overcome difficult aspects of work. |
| 21. | Design, implement, and evaluate staff training and development programs, customer service initiatives, and performance measurement criteria. |
| 22. | Develop work schedules according to budgets and workloads. |
| 23. | Monitor inventory levels, and requisition or purchase supplies as needed. |
| 24. | Discuss work problems or grievances with union representatives. |
| 25. | Plan for and coordinate office services such as equipment and supply acquisition and organization, disposal of assets, relocation, parking, maintenance, and security services. |
| 26. | Arrange for necessary maintenance and repair work. |
| 27. | Keep informed of provisions of labor-management agreements and their effects on departmental operations. |
| 28. | Coordinate or perform activities associated with shipping, receiving, distribution, and transportation. |
| 29. | Plan layouts of stockrooms, warehouses, or other storage areas, considering turnover, size, weight, and related factors pertaining to items stored. |
[Back to Top]